Integrasi Strategi Bisnis Dan Strategi Sistem Informasi

Program Pasca Sarjana - Magister Ilmu Komputer - Universitas Budi Luhur

Integrasi Strategi Bisnis Dan Strategi Sistem Informasi Kuliah Sessi – 2: Hubungan Antara Strategi Bisnis dan SSI

Dosen: Ir. Mas Wigrantoro Roes Setiyadi, SE, MSi, MPP

11/19/2008

Integrasi Bisnis & SI/TI - MasWig

1

Outline • Pengantar • Revolusi Teknologi Informasi • Model-model SI/TI Dalam Organisasi • Manajemen Stratejik SI/TI • Business, IS & IT Relationship

11/19/2008


2

Pengantar • Sejumlah faktor stratejik mempengaruhi kecepatan, efektivitas dan kemajuan pengelolaan/pemanfaatan SI/TI: – – – – –

Kemampuan teknologi, Pertimbangan ekonomi dalam memanfaatkan teknologi Kelayakan aplikasi Ketrampilan dan kemampuan mengembangkan aplikasi Tekanan terhadap organisasi dan industri tertentu untuk meningkatkan kinerja – Kemampuan organisasi dalam menerapkan SI/TI

11/19/2008


3

Keseimbangan Sumber Daya Telah Berubah Materials

Machines

Money

Four Ms Plus

Men 11/19/2008

Information


4

The Impact of IT High

Strategic

IT Impact on Core Operation

Factory Goal: Improve performance of core processes Leadership: Business Unit Executive Project Management: Process reengineering

Turnaround

Support Goal: Improve local performance Leadership: Local level oversight Project Management: Grassroots experimentation

Low

11/19/2008

Goal: Transform organization or industry Leadership: Senior Executive & Board Project Management: Change management

Goal: Identity and launch new ventures Leadership: Venture incubation unit Project Management: New venture development

IT Impact on Core Strategy


High

5

Forces Influencing Industry and Competitive Advantage Threat of Substitutes

Bargaining Power of Suppliers

Competitive Intensity

Bargaining Power of Buyers

Barriers to Entry

11/19/2008


6

Analyzing the Impact of It on Strategic Decision Making • Can IT be used to reengineer core value activities and change the basis of competition? • Can IT change the nature of relationship and the balance of power among buyers and suppliers? • Can IT build or reduce barriers to entry? • Can IT increase or decrease switching costs? • Can IT add value to existing products and services or create new ones? 11/19/2008


7

Peran Teknologi Informasi Add Value customers and markets Wisdom

Knowledge

Information

Business Value of Information Technology

Minimize Risks market, financial, legal, operational risks

Reduce Costs transactions and processes

Data

Create New Realities intelligence (social, political, technological, etc.)

Facts

Gather

11/19/2008

Organize

Select

Synthesize


Distribute

8

Definisi • IS strategy defines the organization’s requirement or ‘demand’ for information & systems to support the overall strategy of the business. – Defines applications portfolio along with its priority

• IT strategy is concerned with outlining how the organization’s IS demand will be supported by the technology (‘supply’) – IT architecture, systems development, infrastructure, user support, operations, etc… 11/19/2008


9

Permasalahan Mengapa organisasi gagal menerima manfaat dari investasi TI? Kesalahan pemahaman: “TI sebagai strategi bisnis”

11/19/2008


10

Demam “e-” • • • •

E-business E-commerce E-government Lantas apa bedanya dengan SI/TI dan “e” Adakah perbedaan dalam mengelolanya?

11/19/2008


11

i bukan e • Hamel: “The real story of Silicon Valey is not “e”, but “i”, not electronic commerce but innovation and imagination. It is the power of “i” rather than “e” that separate the winner from the loser in the twentyfirst century economy.”

11/19/2008


12

The Three Domains: IS, IT and IM What ? IS ISStrategy Strategy Division/function Division/functionbased based Demand Demandoriented oriented Business focused Business focused

Applications

Wherefore ? IM IMStrategy Strategy Organization Organizationbased based Relationship Relationshiporiented oriented Management Managementfocused focused How ? IT ITStrategy Strategy Activity Activitybased based Supply Supplyoriented oriented Technology Technologyfocused focused 11/19/2008

Management

Delivery Integrasi Bisnis & SI/TI - MasWig

13

Manajemen Informasi Corporations Community Business Entities Institutions Public Sectors Non Profit Organization

INFORMATION SYSTEM - DEMAND SITE -

INFORMATION MANAGEMENT

INFORMATION TECHNOLOGY - SUPPLY SITE Software Houses Universities 11/19/2008

Computer Manufacturers Silicon Valley

R&D Centers


14

Aspek SI/TI Dalam Manajemen • • • • • •

Tingkat pembelanjaan (rate of expenditure) Konfigurasi teknologi, mis: batch/online Portofolio aplikasi Organisasi SI Perencanaan SI dan pendekatan kendali Kesiapan pengguna

11/19/2008


15

Types Of Information Systems KIND OF SYSTEM

GROUPS SERVED

STRATEGIC LEVEL

SENIOR MANAGERS

MANAGEMENT LEVEL

MIDDLE MANAGERS

KNOWLEDGE LEVEL

KNOWLEDGE & DATA WORKERS

OPERATIONAL LEVEL SALES & MARKETING 11/19/2008

OPERATIONAL MANAGERS MANUFACTURING

FINANCE

ACCOUNTING


HUMAN RESOURCES

16

Tahapan Evolusi SI/TI Berkaitan Dengan Expenditure -1 Model Nolan (1979)

Level of IS/IT expense

Transition point

Information (systems) management

Computer management 1

2

Initiation

Control Contagion

11/19/2008

3

4

5

6

Maturity Data Integration management


IS expense growth

17

Tahapan Evolusi SI/TI Berkaitan Dengan Expenditure - 2 • Initiation – Batch processing to automate clerical operations to achieve cost reduction – Purely operational system focus – Lack of management interest

• Contagion – Rapid growth as users demand more applications based on high expectations of benefits – Move to online systems – High rate of expense – Little control, drive to centralise in order to control

• Control – – – – 11/19/2008

Response to management control about cost Systems projects prefered to show a return Produce plan and enforcement of standard Often produce backlog and dissatisfied users. Integrasi Bisnis & SI/TI - MasWig

18

Tahapan Evolusi SI/TI Berkaitan Dengan Expenditure - 3 • Integration – Considerable expenditure on integrating existing systems – User accountability is introduced – IS provides a service not just solutions to problems.

• Data Management – Information requirements drive the application portfolio – Information is shared within th eorganisation – Database capability is exploited as users uderstand the value of the information

• Maturity – The planning and development of IS/IT in th eorganisation is closely coordinated with business development

11/19/2008


19

Transisi komputer menuju manajemen informasi -1 Information System Management IS Role in the enterprise

Relationship with other department Computer Management Managing the IS department Managing the IS/IT activities

11/19/2008


Review IS/IT roles, don’t focus on particular issues only

Users’ awareness of the role of computers determine effectiveness of relationship

Department is managed as co-ordinated set of resources which are planned to meet expected future requirements Operations, programming, data collection, etc.

20

Transisi komputer menuju manajemen informasi - 2 • Delivery

Hirschheim Model (1988)

– Internal focus – Improving the ability to deliver and support systems and technology – Not necessarily providing users with what they need

• Re-orientation – Establishing good relationship with the main business functions, – Supporting business demands through provision of variety of services – Provide valued service to all business functional management

• Re-organisation – Need for redesign integration of IS investment with business strategy and across business functions. – Best way of satisfying each of differing business needs through coalition of responsibilities for managing information and systems

11/19/2008


21

Model-2 SI/TI Dalam Organisasi Model Anthony (1965) Planning Systems

Sales forecasting, operating plans, capacity planing, profit/earnings forecast, business mix analysis, manpower planning, financial modelling

Control Systems

Sales analysis, budgetary control, management accounting, inventory management, quality analysis, expense reporting, market research/analysis, WIP control, requirement planning, supplier analysis, etc.

Operational Systems

Order entry/processing, tracking shipping documents, vehicle scheduling/loading

invoicing, sales and purchase ledgers, cost accounting, stock control, shop floor scheduling, bill of materials, purchase orders, receiving, employee records, payroll, word processing, etc.

Hirarki perencanaan, pengendalian, dan sistem operasional, 11/19/2008


22

Perbedaan DP dan SIS TPS/DP

SIS

Objectives

Efficient transaction

Effective problem resolution & decision making support

Information sources

Internal & external transaction

Internal & external transaction + research data

Information time Recent history, current frame & near future

Historical data, current & future

Process

Algorithmic (very predefined)

Sometimes need human intervention (esp. for decision making)

Users

Operators

Professionals & middle managers

Technology

Mainframe/mini computers

Local processing linked to information resources

11/19/2008


23

Strategic Information Systems Wiseman Model (1985) Use (objective) Function

Transaction and exception processing

Information enquiry and analysis

11/19/2008

Automatic basic processes (efficiency)

Satisfy information needs (effectiveness)

Affect business strategy (competitiveness)

DATA PROCESSING

MANAGEMENT INFORMATION SYSTEMS


STRATEGIC INFORMATION SYSTEMS

24

Trend Evolusi SI/TI Galliers & Somogyl, (1987)

Aspects

DP

MIS

SIS

Nature of the technology

Computers’ fragmented (hardware limitation

Distributed process’ interconnected software limitation

‘networks’ integrated people/vison limitation)

Nature of operations

Remote from users controlled by DP

Regulated by management services

Available and supportive to users

Issues in systems development

Technical issues (programming/ project managemen)

Support business users’needs information management

Relate to business strategy

Reason for using technology

Reducing costs (especially administrative) – technology driven

Supporting the business (manager) - user driven

Enabling the business - business driven

Characteristic of systems

Regimented/ operational (internal)

Accommodating/ control

Flexibility/ strategic (external)

11/19/2008


25

Lessons from DP era • • • • •

Understanding process, not just programming Requirement analysis is important IT investment financial justification Disciplined software engineering process Project management in software development • Planning of interrelated set of systems in organization 11/19/2008


26

Lessons from MIS era • IS/IT investment can not be justified only in financial means • The need for organizational policy (not just DP methodology) • From producing data to serving users • Data integration is important: using very large database 11/19/2008


27

Manajemen Stratejik Sistem Informasi Perbedaan dengan pengelolaan TI tradisional: • Tekanan faktor luar lebih besar dari faktor internal. • Manajemen senior ikut terlibat dalam keputusan investasi SI/TI yang akan menentukan strtagei bisnis ke depan • Meningkatkan daya saing dengan mengubah sifat dan perilaku bisnis 11/19/2008


28

Sistem Informasi Stratejik • Hubungan kepada supplier & customer • Penggunaan informasi secara efektif dalam proses nilai tambah • Kemampuan untuk menghasilkan produk dan jasa baru • Menyediakan informasi stratejik bagi eksekutif 11/19/2008


29

Faktor Sukses Dalam SI Stratejik • Memperhatikan lingkungan eksternal, tidak hanya fokus pada lingkungan internal. • Nilai tambah, bukan pengurangan biaya. • Membagi manfaat kepada semua stakeholders. • Dikendalikan berdasarkan kepentingan bisnis bukan semata penerapan teknologi • Pengembangan secara bertahap • Memanfaatkan informasi untuk mendukung pertumbuhan bisnis. 11/19/2008


30

Kegagalan Karena Tidak Memiliki Strategi SI/TI • Sistem tidak terintegrasi • Manajemen informasi buruk: tidak dapat melayani kebutuhan, tidak konsisten, tidak akurat, dan kinerjanya lambat. • Salah pengertian antara pengguna dan Spesialist SI/TI • Strategi yang ditetapkan tidak koherent • Investasi infrastruktur tidak mencukupi (nanggung) yang akhirnya menghasilkan ketidak efisienan kinerja bisnis secara keseluruhan • Siklus hidup sistem lebih singkat dari yang diperkirakan 11/19/2008


31

Hubungan Strategi Bisnis dan SIS Business Strategy External External & & Internal Internal Factors Factors

Economy Society Politics Law Ecology Technology Culture Stakeholders

• • •

Business decisions Objectives and direction Change

Supports business

Direction for business

IS Strategy • • •

Where is the business going & why?

What is required?

Business based Demand orientation Application focused

Infrastructure & service

Needs & priorities

IT Strategy

11/19/2008

• • •

Activity Based Supply oriented Technology Integrasifocused Bisnis & SI/TI - MasWig

How can it be realized? 32

Peran TI Dalam Rekayasa Proses Bisnis

SIMPLIFY

INTEGRATE ELIMINATE

AUTOMATE

11/19/2008


33

Theory Evolusi & Revolusi Model MIT Business BusinessScope ScopeRedefinition Redefinition

Degree of Business Transformation

HIGH

Business BusinessNetwork NetworkRedesign Redesign

Business BusinessProcess ProcessRedesign Redesign

Integration Integration

Evolutionary

Localized LocalizedExploitation Exploitation

LOW LOW

11/19/2008

Revolutionary

Range of Potential Benefits


HIGH

34

Evolusi Internal Dalam Pemanfaatan Teknologi Informasi FUNCTIONAL USE

MANAGEMENT FOCUS 5

REMAIN IN BUSINESS

Reaching the Consumer

5 People Systems, Home Computers

4 Enhancing Executive Decision Making

MAKE MONEY 4 Mega Decisions 3 Marketing, Distribution, Customer Service

3

ORGANIZATIONAL EFFECTIVENESS 5 Restructuring of the Industry 4 Restructuring of the Organization 3 Growth and Increase in Market Share

Enhancing Products and Services

Above the Line Below the Line

2 Leveraging Investment SAVE MONEY

OPERATIONAL CONTROL

1 2 Financial, Manufacturing, Services 1 Administrative

11/19/2008

Reducing Costs

2 Asset Management 1 Process Management


35

Karakter Pusat TI

Cost Center

Profit Center I/T

Investment Center 11/19/2008

Service Center


36

TANGIBLE

Pengukuran Manfaat TI

HIGH

Better Information Improved Security Lower Risk

LOW

Market Reaction Faster Information Access to New Staff Positive Staff Reaction

LOW

Staff Reduction Lower Assets More Sales

HIGH

MEASURABLE 11/19/2008


37

Penyelarasan TI dan Bisnis Vision

Mission

Value

Objectives Critical Success Factors Key Performance Indicators

Business Strategy

I/T Strategy

Business Process and Tactical Procedures

DAY-TO-DAY OPERATIONAL ACTIVITIES 11/19/2008


38

Arsitektur Stratejik Boeing What business processes should be used?

Business Process Architecture

drives

Product Groups Information Services

Information Architecture

Standards

prescribes Information System Architecture

What information is needed to accomplish those processes? How are the processes and information related?

identifies Data Architecture

Feedback

support by Delivery System Architecture Hardware, Software, Communications

11/19/2008

How is the data managed?


Which hardware, software, and network are required? 39

Perencanaan Stratejik SI ANALYSIS PROCESS INPUT

BLUE PRINT &

K

INTERNAL

R

T

Best Practice

List of Scenarios CULTURE PEOPLE

POLICIES

Information Technology Development

Technical Design VALUE

LEGAL ASPECT

Project Management

H

S A

R

R E

H

O

L

D

E

Macro Environment Ideology, Political Agenda, Economic Environment, Social and Culture, International Relationship, National Defense, Religion, Behaviors,

11/19/2008

Risk Management Cost/Benefit Analysis

STANDARD

S

Information Management Strategy

STRATEGIC PLANNING

PROCEDURES

Industry Trend

Benchmarking

S

FINANCIAL RESOURCES

VISION MISSION CSFs KPIs STRATEGY

BUSINESS PROCESS

Information Technology Supply

R

COMPANY ASSETS

COMPANY GEOGRAPHICAL TOPOLOGY

Approach and Methodology

Competitor Analysis

E

TECHNOLOGY INFRASTRUCTURE

ORGANIZATION STRUCTURE

E N

Information System Requirements

N

T

Existing Information Technology

EXTERNAL

THREE DOMAINS

R

W

Business Plan

Strength and Weakness

A

O

Corporate History

Constraints and Opportunities

P


Priorities Level and Schedule Implementation Plan Human Resource Skills and Competencies Requirements Change Management

40

11/19/2008


41

Type baru Korporasi KNOWLEDGE COMPANY Demand-Chain Components

Application Enablers

Technology Vehicles

Supply-Chain Components

•Market Strategy •Product Design •Marketing

•E-Catalogues •ERP •Email •E-Collaboration

•Customer Management •Value Network Management

•E-Forms •WWW •EDI •Electronic Funds

•E-Bulleting Boards •Chat Rooms •Financial EDI

•Value-Added Networks •Internet •Extranet •Web TV

•Wide Area Networks •E-Marketplaces •Intranet •Private Network

•Procure •Inbound Logistics •Manufacturing

•Transportation •Distribute •Delivery •Customer

PHYSICAL COMPANY 11/19/2008


42

Intisari • Fokus kepada teknologi semata bukan jaminan memperoleh sukses. • Harus menempatkan SI/TI sebagai bagian integral dari solusi bisnis • Orientasi kepentingan bisnis harus didahulukan dari pada pemanfaatan teknologi semata • Strategi SI/TI harus memperhatikan strategi unit – unit fungsional lainnya. 11/19/2008


43

Indikator Sukses 1. New Business (products/services) 2. New Market (customers) 3. New Revenue (business model) 4. New Company (business transformation) 5. New Image (business community) 6. New Wealth (paradigm shift) Etc. Key Points: • From “nothing” to “existing” • From “existing” to “creating” • From “creating” to “improving” • From “improving” to “growing” • From “growing” to “performing”

11/19/2008


44

Terima Kasih

11/19/2008


45

Integrasi Strategi Bisnis Dan Strategi Sistem Informasi

Recommend Documents